Name: Myka Maurine C.

Hosmillo
Student No.: 16-18956
Course: Bachelor of Science in Civil Engineering
CASE STUDY 2: K.C.D Construction: It’s Now or Never

I. Synopsis/Executive Summary

This case study is made in order to help Engineer Kristoff Dizon in his concern about his growing
construction firm. According to the information presented, he does not know if he should hire the services
of four more Civil Engineers on a full time basis. The issue that may arise if he hire more personnel is if
he could not perform his functions effectively because of the additional persons that he would have to
manage. Since his concern is more complex, he should have a Quantitative Evaluation approach to his
problem. The theories that will be used in this case study is from the Chapter 1 and 2 of the book
“Engineering Management” by Roberto Medina. In this case study, it has been assumed that he would
have enough funds to hire four more Civil Engineers.

II. Findings

Engr. Kristoff Dizon’s main problem is whether to add personnel of not. As his firm is
continuously growing, he should have the level three management skills required in order for his firm to
be successful. As his problem is more complex, he should look at it in a quantitative way. According to
the information presented, it is best for him to hire more personnel because of his growing number of
clients. He could try to make quantitative models like forecasting, which is the collection of past and
current information to make predictions about the future.

III. Discussion

The major problem is if he would be able to manage more personnel effectively as the owner of
the firm. An alternative solution to this is if he has the funds, he should select a Civil Engineer who is
already working for him as the Manager. He should look at the performances of these Civil Engineers and
evaluate their capacity to manage. If none of them is capable, then he could post an advertisement about
hiring an Engineer Manager for his firm. If he does not have enough funds, instead of hiring four more
Civil Engineers, he could hire three Civil Engineers and promote one existing Civil Engineer as the
Engineer Manager for his firm. Another alternative to this is he should study Management or take a
course or a seminar about managing people.

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IV. Conclusion

There are a lot of alternative solutions to Engr. Dizon’s problem and it is very crucial for him to
make the right decision because it can mean the rise or the fall of his firm if he fails to make a wise
decision. He should approach this problem in a Quantitative way and he could make a forecast in order to
see if his decision would help his firm or not.

V. Recommendations

Engr. Dizon should first make a forecast in relation with how much work the firm is able to
accomplish with his existing personnel then he should make an analytical guess if his firm would
accomplish more if he would have to add more personnel. For his managerial problem, the best way to
approach this problem is for him to take a seminar about managing a growing firm. In this way, he would
save more money and he would also have more knowledge that would help him a lot even in the future. If
his firm continuous to grow after having better managerial skills, it would be better for him to hire an
Engineer Manager.

VI. Implementation

Engr. Dizon should look for seminars about managing a firm and then observe if this method is
working. If he still needs more help, he should hire an Engineer Manager to take care of some managerial
jobs for him.

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